How To Write A District Plan

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1 Information Technology Strategic Plan Miami-Dade County Public Schools

2 TABLE OF CONTENTS Executive Summary Page MISSION AND VISION Page GENERAL INTRODUCTION / BACKGROUND The District Page ITS Organization Page ITS Overview Page ITS Statistical Snapshot Page Recent Accomplishments Page Current State of Information Technology within Page 19 M-DCPS Core Administrative Mainframe Applications Page Core Administrative Client/Server Applications Page Instructional Technology Page NEEDS ASSESSMENT Stakeholder Involvement Page Major Assessment Steps Page GOALS Page Goals / Summary Strategic Planning Process Page FUNDING PLAN / BUDGET Page Budgeting for Technology Page Funding Sources: E-Rate Page Funding Sources: Other Sources of Funding Page Total Cost of Ownership Page Budget Developmental Cycle and Process Page 30 2

3 6. 0 TECHNOLOGY ACQUISITION PLAN Page Assessment of Telecommunications Services, Hardware, Page 31 and Software 6.2 Assessment of Other Services Needed Page ACCESS Page Foundation Projects to Support Access Page Access Security Measures / Acceptable Use Policy (AUP) Page Other Areas of Access Page Monitoring Devices Page USER SUPPORT PLAN Page User Support Services Page STAFF TRAINING PLAN / PROFESSIONAL DEVELOPMENT Page Technological Tools Page Targeted Employees Page Strategies Page Principles Page Planning Process Page Summary Page 41 3

4 10.0 PROGRAM EVALUATION PROCESS Page Determining Success Page Essential Components Page Summary Page E-RATE PLANNING CRITERIA Page NCLB / ENHANCING EDUCATION THROUGH TECHNOLOGY Page 44 (EETT) 13.0 SUMMARY / CONCLUSION Page 44 4

5 Appendices Appendix A E-Rate Requirements Addressed Appendix B Foundation Projects Appendix C Portfolio Projects Appendix D ITS Weighting Methodology and Portfolio Processes Appendix E Survey Questions and Results Appendix F SWOT Analysis (Strengths, Weaknesses, Opportunities, and Threats) Appendix G Terms and Acronyms 5

6 Executive Summary The M-DCPS Information Technology (IT) Strategic Plan identifies the District s information system needs over the next three years starting with the school year. This Plan ensures District alignment, improves service quality, and reduces costs. Most importantly, the Plan supports and promotes student achievement by deploying the most efficient and effective technologies; thus, providing students with access to secure and high-quality resources anywhere and anytime. The Plan generally follows the specific guidelines recommended and published by the State of Florida Department of Education in its publication District Technology Plans: Essential Components and E-Rate Plan Criteria. 1 It must be noted, however, that the Federal Communications Commission (FCC) released on September 28, 2010, its 6 th Report and Order (FCC ) 2 affecting E-Rate guidelines, including the removal of Budget as one of the five required Essential Components. Nevertheless, this Plan retains its Budget discussion to substantiate M-DCPS awareness of its financial responsibility when participating in the E-Rate program. This document, therefore, specifically details the following components: Mission and Vision General Introduction / Background Needs Assessment / Goals Funding Plan / Budget Technology Acquisition Plan Access User Support Plan Staff Training Plan Program Evaluation E-Rate Program Planning Criteria (E-Rate Plan Addendum) NCLB: Enhancing Education Through Technology Part I Application (EETT Plan Addendum) The Plan itself, including its development and writing, did not encumber any additional funds, as staff developed it. Furthermore, by developing this Plan, the District complies with its need to provide the details necessary to meet federal and state requirements to participate in the federally funded E-Rate program (See Appendix A for E-Rate details.). Thus, the Plan provides the roadmap necessary to support the District s efforts to succeed in reaching its Goal of Student Achievement and its four complementary Pillars Florida Department of Education, District Technology Plans: Essential Components and E-Rate Plan Criteria 3 District Strategic Framework Miami-Dade County Public Schools available at 6

7 In addition to focusing on the District s IT needs, especially the students, this Plan addresses the process for selecting and managing strategic initiatives that, once implemented, will lead to significant, measurable improvements in academic performance and operational efficiency. As an example, the replacement of legacy applications, that are years old and require extensive support and expertise; through the ERP (Enterprise Resource Planning) system and its corresponding SAP (Systems, Applications and Products) software, is in progress, on time, and within budget. There is no doubt that the ERP system and its corresponding SAP software have started to revolutionize business practices in the District. The ERP implementation is only one example of how this Strategic Plan will take the District s technology from the current level to the desired level of support for the District s Goal and Pillars. In summary, the Plan: Provides stakeholder inclusiveness, Establishes a more efficient process for acquiring technology, Provides uniformity in IT standards, Lowers maintenance costs, Establishes measurable indicators, Promotes equitable distribution of resources, Enhances monitoring of IT projects, Provides a plan for infrastructure development, and Provides a mechanism for directing the District s technology future. Through discussions with key District administrators and thorough evaluations of the applications in use and the needs of stakeholders, a clear direction emerged leading to the development of this Plan. The needs were identified and then refined as costs, timing, and resources were determined. During this process, ITS staff recognized that some initiatives lay the Foundation for the ones remaining. As a result, the M-DCPS IT Strategic Plan classified initiatives as either Foundation or Portfolio projects. For detailed descriptions and timelines of these projects, see Appendices B and C respectively. There are nine projects proposed in this Plan considered necessary for other projects and, and thus called Foundation projects. These projects will maintain the existing infrastructure, continue to provide and enhance access to secure and highquality information, and meet the state and federal requirements for confidentiality, online educational learning and assessments, etc. They will be financed through Capital, E-Rate, and grant monies so, generally, they do not encumber any additional District funds. However, in the case of E-Rate funding, the District can only rely on the schools funded at the E-Rate 90% level, based on capped E-Rate funding; this assumes the District will be responsible for the 10% funding difference. Specific details of each of these Foundation projects appear in Appendix B, including their timelines. 7

8 Executive Summary (continued) A separate list of projects, the Portfolio projects, reflects the needs of District stakeholders and focus on: streamlining business processes (e.g., the Mainframe Replacement projects and the Electronic Signature Forms Flow project), new software and capabilities (e.g., the Adult/Community Education Student Management System and the Elementary Student Scheduler), hardware to facilitate student learning (e.g., PCs to establish a 3:1 ratio in the Computer Refresh project and the project on Classroom Retrofit for Interactive Boards), etc. There is no funding allocated yet for these projects, but their descriptions appear in Appendix C. Furthermore, at ITS there is a standard methodology in place to select Portfolio projects for implementation using a Weighted Analysis Tool, along with evaluations of the strategic fit, benefits, total cost of ownership, and risks of each project. The tool and process for selecting, implementing, and monitoring these projects if funded are in Appendix D. It is evident that the IT Strategic Plan provides the flexibility necessary to complement the existing Districtwide strategic planning effort and any future changes in direction (See Appendix D for examples.). The Plan provides the School Board with the choice to approve or reject projects based on Districtwide priorities, as IT processes can be refined and/or modified to accommodate and meet evolving District needs. Furthermore, the Plan supports the District s and Instructional Technology s integration of the most efficient and effective technologies to facilitate learning. The technology-based innovations in core subject areas and the 24/7 access to online applications for remediation, acceleration, and enrichment truly extend learning and provide the needed Links to drive student achievement. The numerous software applications available to students, coupled with professional development opportunities for teachers that Instructional Technology provides, clearly support the Superintendent s continued innovation and use of technology to revolutionize learning for students and teachers. 4 It is obvious that technology will be an integral part of any transformation agenda and will continue to impact all aspects of the educational environment. Therefore, this Plan will exploit current and future technologies to implement and support the most efficient and cost-effective infrastructure and systems. This will enhance the students learning experiences and raise their academic achievement. 4 Superintendent s Memorandum Progress Within the Strategic Framework to The Honorable Chair and Members of The School Board of Miami-Dade on May 12,

9 Information Technology Strategic Plan 1.0 MISSION and VISION Information Technology Services (ITS), following the District s initiative, 5 and in cooperation with Instructional Technology, created the Information Technology (IT) Strategic Plan to ensure District alignment, improve service quality, and reduce costs. Most importantly, the IT Strategic Plan strives to provide the infrastructure and support necessary to facilitate student achievement. The District s IT Vision recognizes that all learners, and those supporting the learning process, are consumers of technology who access information, communicate, collaborate, construct knowledge, and are prepared for the workforce of this new millennium. The Plan envisions many substantial and complex changes in the way M-DCPS aims to utilize technology. Ensuring the success of these proposals requires a serious commitment, at all levels, to address these challenges. Specifically, there must be a conscientious effort to pay attention to establishing a culture of change, providing adequate staff development, empowering all members of the learning community, encouraging risk-taking, focusing on results and communication, and sharing successes and shortfalls. The District s IT Mission is to maximize the use of appropriate current and future technology to collect, maintain, and deliver high quality information to effectively empower the District. As such, it aims to meet its Goal of improving student achievement and its four complementary Pillars. Technology is more than an enabling tool for learning and back-office support; it is the foundation of knowledge management and an essential means for delivering and experiencing learning. The success of M-DCPS and its technology initiatives, in the end, will be determined not only by the quality of its designs as outlined throughout this Plan but also by the quality and effectiveness of their implementation throughout the District. Successful implementation requires efficient work structure and processes. The District will undoubtedly benefit by smartly investing in sufficient technology resources that will ultimately ensure committed, competent, and empowered teachers; and well-designed student learning opportunities and learning environments. 5 District Strategic Framework Miami-Dade County Public Schools available at 9

10 2. 0 GENERAL INTRODUCTION / BACKGROUND The District The Miami-Dade County Public School System (M-DCPS) is the nation s fourth largest school district with a culturally diverse body of 345,458 students in grades PK-12 in 427 schools taught by 20,517 teachers. 6 In addition, there are 56,021 students enrolled in the District s Adult-Vocational education program. K-12 Student Demographics 7 Student Population Enrollment % Hispanic 222,167 64% Black, non- 86,617 25% Hispanic White, non- 30,671 9% Hispanic Other 5,951 2% M-DCPS is administered independently of the metropolitan and city governments. However, the Miami-Dade metropolitan government is responsible for collecting taxes to support the District. The District Superintendent is appointed by the School Board and is responsible for the overall school administration. The Superintendent s Web site addresses an array of important District demographics and programs intended to support its diverse student and community population. 8 On January 13, 2010, the Board adopted the Strategic Plan Framework 9 as a roadmap to chart the District s journey over the next five years. The memorandum 10 detailing the progress within this framework reflects the remarkable job that teachers, administrators, and staff have done in propelling students learning in spite of the dire economic conditions. 6 Miami-Dade County Public Schools Statistical Highlights (April 2010) 7 Miami-Dade County Public Schools Statistical Highlights (April 2010). The percentages were rounded District Strategic Framework Miami-Dade County Public Schools available at 10 Miami-Dade County Public Schools, Memorandum from the Superintendent to the School Board, May 12,

11 2. 0 GENERAL INTRODUCTION / BACKGROUND The District (continued) The District has always supported innovation and the use of technology to facilitate students achievement (See the report Knowledge to Go Places: An Education Plan for the 3 rd Millennium.) 11 The Superintendent s Memorandum of May 12, 2010, (mentioned and referenced in the previous page) also asserts that M-DCPS will be exploring the use of technology in the classroom to revolutionize learning for students and teachers. Nowhere is this better exemplified than in the District s iprep Academy which is currently transforming teaching and learning through the latest technology and environmental innovations. 2.1 ITS Organization ITS provides the backbone and convergence point for information systems and data management within M-DCPS. The Chief Information Officer at ITS reports to the Associate Superintendent and Chief Financial Officer. ITS consists of 11 work locations and 8 business units which appear below. Assessment, Research, and Data Analysis (ARDA) establishes and implements high standards and procedures for quality assessment, data collection, and data analysis to ensure the accuracy and validity of student achievement data that drive the decision making process. Additionally, the division is responsible for all program evaluations and statistical research for the District. Attendance Services/Records and Forms Management (AS/RFM) processes Full-time Equivalent (FTE) audits, registrations, student transfers/appeals, foreign student placement, Florida Home Education Program, truancy referrals, student attendance, maps and boundaries, driver s license revocation, Florida Department of Law Enforcement Missing Children Program, data input, and insures compliance with all state and federal regulations. Records and Forms Management establishes and administers a management program directed to efficiently and economically create, utilize, maintain, retain, preserve, and dispose of District records and forms. 11 M-DCPS, Knowledge to Go Places: An Education Plan for the 3 rd Millennium pages 14-15, 37-47, and available at 11

12 2.1 ITS Organization (continued) Business and Operational Services (BOS) provides management, monitoring, and technical support for the District s network and server equipment. BOS also offers oversight for all budgets and contracts. It is responsible for Technical Services, Database Services, SAP Basis (Business Application Integrated Software Solution), and Facilities and Computer Operations. Lastly, the E-Rate department (See Appendix A.) administers the District s Federal E-Rate Program, providing application submittal, tracking, and support for approximately $50 million in projects annually. Data Security establishes and manages the policies and procedures for securing the information technology operating environment from unauthorized access. As such, this unit has the responsibility to safeguard the confidentiality of all District data, including its transmission through an uncompromised and secure network. Infrastructure and Systems Support (ISS) provides a single point of contact for District staff to request, service, maintain, monitor, and enhance the schools and District s data and telecommunications infrastructure. The Executive Support Team (EST) provides technical support to the School Board Administration Building staff, including the Board Members. The departments for field support services, network and systems support (Systems User Support SUS), and telecommunications support provide assistance through the online HEAT system of requests for services, followup phone calls, and on-site visitations. They also stock the ITS Warehouse with the communication equipment and software necessary for staff to work efficiently and effectively. Program Management / Process Engineering (PM/PE) is responsible for monitoring the strategic and tactical planning within ITS by managing the M-DCPS IT Strategic Plan, serving as the Project Management Office for ITS, facilitating ITS performance measurement and documentation, and supporting ITS process improvement initiatives. Additionally, this department oversees the Standards and Procedures documents for ITS. Systems and Programming Services (S&PS) collects, processes, and maintains information for all M-DCPS students and employees. Staff develops online applications and/or collaborates in the implementation of third-party systems. S&PS is currently implementing the ERP (Enterprise Resource Planning) system to replace some legacy applications, including Finance and PERS. 12

13 Technology Delivery is responsible for creating and maintaining the District s Web site, Portals, and Technology Learning Center. The department also oversees the Change and Release Management processes for all ITS new applications and changes to existing applications. Additionally, it is responsible for Enterprise Communications which manages all Active Directory and VPN (Virtual Private Network) security access and use; and the District s HEAT Service Desk software which is used for reporting systems issues and problems. 13

14 2.1 ITS Organization (continued) Office of Associate Superintendent and Chief Financial Officer Information Technology Services Assessment, Research, and Data Analysis Attendance Services/ Records and Forms Management Business and Operational Services Data Security Infrastructure and Systems Support Program Management / Process Engineering Systems and Programming Services Technology Delivery - Adult Applied Technology - Adult Ed. Data Systems - Data Management - Program Evaluation - Research Services - Student Accountability - Student Assessment and Educational Testing - Student Records - Student Solutions - Driver Education - Florida Home Ed. - Foreign Records - Forms Management - FTE Coordination - Records Management - Student Attendance - Student Transfers -Truancy - Budget - Computer Operations - Contracts - E-Rate Mgmt. - ITS Facilities Maintenance - Mainframe Monitoring - Network Services - Password Mgmt. - Virus Protection - Audits - Data Security - Policies - Standards - Field Services - Infrastructure - Network Support - System Support - Telephony - Performance Measures - Program Management - Process Improvement - Strategy & Planning. Business Services - ERP - Financial Services - Human Resources - Web Applications - Applications/Portal Solutions - Change/Release Management - Enterprise Comm. - HEAT Self Service - Internet Services - Technology Learning Materials - Training - Web Page Hosting 14

15 2.2 ITS Overview ITS administers and delivers infrastructure, as well as develops and supports applications for the District. The thrust of the Office s efforts has been to impact student achievement by developing, modifying, and disseminating the most efficient and effective business practices and procedures. ITS is in the midst of implementing the Enterprise Resource Planning (ERP) system, which is revolutionizing the District s business practices by replacing the legacy applications that are over 25 years old. The first application implemented was E-Recruitment, then Finance, Human Resources, and Payroll will be implemented in These systems and future modules will streamline all business processes and facilitate fiscal accountability and economies, supporting the District s Pillar, Financial Efficiency and Stability. Additionally, through the Portal, the Data Warehouse, and OLAP (Online Analytical Processing) tools, teachers and administrators access and discover ways to tailor their instruction to meet the individual student s needs. The centralized Gradebook system, with its related framework for teacher training and support, including individualized assistance for the Technology Support Technicians, allows teachers to access achievement data readily, as well as serve to monitor each student s progress. As another example, ITS current collaboration with the Office of Special Education for a new Electronic Management System (SPED EMS) will free teachers to teach, because it will automate many of the functions required by mandated paper forms. The SPED EMS is intended to also ensure that students with special needs will receive all the services that they require to succeed academically. Two recently implemented electronic transportation systems, TMT (i.e., Transportation Management Techniques) and Edulog, have made it easier for students to get to and from school by facilitating routing and maintenance of buses and transportation systems. The systems have indeed improved transportation processes and ensured the students safety. Without a place to study a student cannot learn thus, the Capital s planning and tracking system, Magellan, enables the District to input, track, and be accountable for the new and modified seats needed for students to learn. This system also insures compliance with federal and state regulations. 15

16 2.2 ITS Overview (continued) There is also an E-Rate program which receives nationwide recognition by the Schools and Library Division as well as the Council of the Great City Schools (CGCS). This program generates millions of dollars annually for telephone, wiring, equipment, and many other services which facilitate and support the District s telecommunications and technical infrastructure. Through this program, ITS will continue to exemplify best practices not only through its meticulous handling of E-Rate documentation, but also advocate and enforce adherence to federal guidelines, and aggressively pursue funding and resources to improve teaching and student outcomes. Employees at ITS (over 600), and in numerous other physical locations, including all District schools (i.e., the Technology Support Technicians), provide outstanding services as they keep abreast of the most innovative IT tools and techniques. Employees have a professional development plan and the goal is to provide them with five days of training which ITS staff monitors on a quarterly basis. Furthermore, through the Spotlight on Excellence awards, ITS honors exemplary employees each year for their outstanding contributions to the District. 2.3 ITS Statistical Snapshot ( ) Collaborated on 10,524 new student stations. Electronically transmitted 15,806,640 data records to the Florida Department of Education. Had 57,986,092 hits on the Dadeschools.Net Web site. Had over 49,369,832 hits on the District s Portals. Managed over 295,636 HEAT requests for the Help Desk, including 168,720 requests for school-site support. Managed 21,006 HEAT requests for Technology Delivery. Managed 723 virtual servers, 1,061 MS SQL Databases, and 936 mainframe databases. Printed 25,414,240 pages. Printed 1,400,000 report cards. Protected from viruses weekly and technically managed 112,044 desktops. Scanned a total of 1,111,962 testing pages. Supported the electronic Gradebook at 483 schools (including Charter schools). Supported approximately 6 million CICS transactions weekly. Taught 969 courses, trained 11,815 District staff, and provided 6,187 hours of training. 16

17 2.4 Recent Accomplishments M-DCPS IT Strategic Plan Some of ITS recent accomplishments are listed below. 1. Implemented the Portals for students, teachers, principals, employees, and community members, with over 49,369,832 Portal hits in This exemplary implementation has garnered national and international attention. 2. Implemented the Student Scheduler at 105 secondary schools. 3. Implemented a number of online applications to facilitate workflows and monitoring, support green initiatives, and enhance adherence to federal and state guidelines. These applications include, but are not limited to the Automated Incident Reporting System (AIRS), the Title I Supplemental Educational Services, the Online Free and Reduced-Price Meal Application and Meal Payment (PayPams), the Student system, and the Volunteer system. 4. Continuously upgraded the school-based technology to support, anywhere, anytime, learning. 5. Implemented an aggressive 5-year plan for the ERP system to replace the legacy Human Resource (HR) and Finance applications, beginning with E-Recruitment in November 2009, Finance in January 2010, HR in July 2010, and Payroll in Implemented and monitored the IT Blueprint portfolio of 75 projects for the District. 7. Continued its aggressive request and documentation for E-Rate funds, netting on the average, over $8.5 million annually on refunds from the Districtwide telecommunications expenses. The program serves as a model for other districts, as evidenced in forums in Washington, D.C. and conferences nationwide. 8. Over the years, the E-Rate program at M-DCPS has been scrutinized and audited by independent auditors retained by the federal government. Consistently, the outcome has been no findings thus setting a new standard of perfection for major school districts at the national level. (See Appendix A for detail information about the E-Rate program.) 9. Upgraded the electrical infrastructure of the complex by designing and constructing a state-of-the-art energy center to support current and future District requirements. 17

18 2.4 Recent Accomplishments (continued) 10. Continued to reduce the number of independent databases containing critical, non-centralized information while ensuring data integrity and security. 11. Deployed remotely anti-spam and anti-virus software with a centrally managed console to prevent intrusion and detect and stop cyber attacks that would lower productivity. 12. Researched and updated technical standards and policies regarding data, networks, and Internet use to insure adherence to federal and state laws and ensure students safety. 13. Merged the Office of Assessment, Research, and Data Analysis and moved Student Solutions under its leadership to achieve a more focused and streamlined operation. 14. Merged the Office of Attendance Services, and moved Records and Forms Management under its leadership, to ensure a more congruent and effective organization. 15. Merged the Technology Support Technicians with Infrastructure and Systems Support staff to increase efficiencies, standardize knowledge and training, and enhance support to the schools. 18

19 2.5 Current State of Information Technology within M-DCPS Core Administrative Mainframe Applications M-DCPS has several legacy applications that manage administrative data for the District. These applications were first implemented in the late 1970s and 1980s. In general, these legacy applications (as outlined below) use dated technology and have inherent limitations. Supporting new requirements for these applications is becoming increasingly more difficult. Many of the strategic initiatives listed in Appendices B and C specifically address these challenges through a variety of solutions. System Student System ISIS Police Reporting System SPAR State Reporting System DECO, WDIS Adult/Vocational System VACS Financial System MSAF Maintenance System COMPASS Personnel System PERS Food Services System FOOD Purpose Course information Daily attendance Report cards Report requests School information Student information School Police Reporting system used for recording violence incidents involving students and staff State reporting of pre-kindergarten through adult student information for District funding Vocational and adult student information system Budget and finance being replaced by ERP. The Finance system is active. Business operations system for: Purchasing Inventory Work Orders for Transportation, Facilities, and Capital Personnel system including payroll, applicant tracking, benefits, and personnel information, being replaced by ERP. The E-Recruiting and HR systems are active. Food Service system for food ordering and inventory. Also includes an on-line cash register and accounting functions. 19

20 2.5 Current State of Information Technology within M-DCPS (continued) Core Administrative Client/Server Applications M-DCPS has implemented state-of-the-art client/server applications using the latest technologies. These applications are intended to facilitate the users experience in entering and retrieving data and to insure the validity and accountability of its data and reporting processes. These new administrative client/server applications (as detailed below) are empowering the District s stakeholders, including students, teachers, principals, employees, parents, and community members to use technology to transform instructional and business processes. The rapid changes in technology and the demands of 21 st -century students mandate continuous improvements and developments of better and more efficient applications. As mentioned before, Appendices B and C, through the projects listed there, reflect the direction that this Plan proposes. The implementation of these projects would certainly ensure continuity with existing applications and provide the scalability necessary to support future demands. Category Instructional / Student Applications Application Athletic Tracking Attendance Intervention Business Internship Program Class Size Reporting Cognos Reporting: Student, Finance, COMSTAT, HR, Food Services Connect-ED (now Blackboard Connect) Easy IEP Edusoft Electronic Gradebook and Attendance Electronic Textbooks Online Choice for Magnet Schools Online Curriculum (Riverdeep) Online Free and Reduced-Price Meal Application Online Meal Payment (PayPams) SES (Supplemental Educational Services) SPOTsuccess Student, Parent, Teacher, Employee, and Community Portal Student Student Scheduler Volunteer System 20